Why Women in Senior Corporate Leadership Are Quitting—and What We Need to Do About It

There’s a growing crisis in corporate leadership that we can’t ignore. Women who fought tooth and nail to break through the glass ceiling and claim seats at the table are now choosing to walk away.?

I see it all the time, both in my own field of classical music and in my work with corporate leaders. Women who should be thriving at the peak of their careers are burning out, disengaging, and rethinking the value of staying in the game.?

The reasons aren’t surprising—just frustrating. While the corporate world loves to talk about “empowerment” and “equity,” the reality is far more complicated. Women leaders are not quitting because they can’t handle the pressure. They’re quitting because the system is still set up to push them out.

So why are they leaving?

1. The Invisible Load

Women in senior leadership roles are often carrying the invisible weight of social expectations, both at work and at home. In the corporate world, they’re tasked with balancing traditional high-pressure leadership responsibilities with being seen as the empathetic, approachable, and always available "nurturers" of their teams. Outside of work, many still deal with the majority of caregiving responsibilities. This constant juggling act takes its toll.

2. Bias, Isolation, and a Different Set of Rules

Despite decades of progress, many women in leadership find themselves isolated in boardrooms and C-suites. Being the “only woman in the room” isn’t just lonely—it’s exhausting. Every decision, every failure, and every success feel amplified under the spotlight of scrutiny. Women are also held to a different set of rules: expectations around likability, assertiveness, and authority are often contradictory. If they’re too assertive, they’re labeled aggressive. If they’re too collaborative, they’re seen as weak. This double standard makes every step forward much harder.

3. Lack of Genuine Support?

Companies love to showcase their mentorship programs and diversity initiatives, but too often, these efforts are surface level. True sponsorship—the kind that opens doors, advocates for promotions, and provides real opportunities—is still rare for women. Many women leaders feel stuck, unsupported, and undervalued, with no clear path forward.

?4. Burnout

Leadership is stressful for anyone, but women often have to work twice as hard to prove their worth. Combine that with a culture that glorifies overwork, and it’s no wonder burnout rates are increasing. Women are deciding that their health, happiness, and time with their families are worth more than another 80-hour workweek.

This is not a women’s issue; it’s a leadership crisis that’s affecting the entire economy. When women leave senior roles, companies lose invaluable perspectives, skills, and insights that are crucial to their development.

What We Need to Do About It:

1. Redefine Leadership

Leadership shouldn’t come at the cost of well-being or personal life. Organizations need to move away from outdated models that glorify long hours and office presence and instead focus on rewarding outcomes, impact, and sustainable practices. Flexibility must be embedded into leadership roles, offering hybrid options, adjustable schedules, and support systems that allow leaders to integrate work and personal responsibilities. Leadership development programs should recognize diverse leadership styles and strengths, moving beyond the traditional, male-dominated mold. By normalizing boundaries, encouraging work-life integration, and valuing results over face time, organizations can create an environment where leaders thrive without burning out.

2. Create Real Sponsorship

Every senior woman in a leadership role deserves an ally—someone who will actively advocate for her, invest in her growth, and ensure she’s not overlooked for the next big opportunity. Sponsorship goes beyond mentorship; it involves using influence and networks to open doors and create visibility for women leaders. Companies must actively identify and train sponsors within their ranks, ensuring they understand their role in advancing diverse talent. They should also create structured programs to connect women with influential leaders, track the outcomes of sponsorship initiatives, and hold sponsors accountable for their commitment. Equal access to high-profile projects, stretch assignments, and decision-making roles is essential, as is creating transparency around promotions and opportunities. Without real sponsorship, women are left to navigate a system that often excludes them from critical paths to advancement.

3. Address the Biases and Double Standards

It’s time to stop pretending that unconscious bias is an unsolvable mystery. Training alone isn’t enough; companies must implement measurable actions to identify and eliminate inequities in pay, promotions, and project assignments. Regular audits are essential to track disparities and ensure accountability. Leaders should also be held responsible for fostering inclusive cultures and addressing biased behaviors within their teams. Beyond systemic changes, companies must directly confront the harmful double standards women face, such as being judged more harshly for assertiveness or held to higher expectations of likability. Clear policies should be in place to address bias in performance reviews and hiring practices, and organizations must actively create spaces where women feel empowered to call out inequities without fear of retaliation. Bias isn’t just a cultural issue; it’s a structural one, and solving it requires both individual and systemic commitment.

4. Focus on Mental Health and Burnout Prevention

Mental health needs to be a priority. Companies must offer meaningful resources such as personal coaching, counseling, mental health days, and resilience training, while reducing excessive workloads that lead to burnout. Leadership must model healthy behaviors by normalizing breaks, setting boundaries, and encouraging employees to prioritize self-care. Burnout is a warning sign that the system is failing. Regular check-ins on employee well-being, anonymous surveys to gauge stress levels, and open conversations about mental health should be embedded into workplace culture. Organizations should also recognize the unique stressors faced by women in leadership roles and design targeted support programs, to help them navigate these challenges. A culture that prioritizes mental health isn’t just good for individuals—it leads to better performance, retention, and overall success.

5. Amplify Women’s Voices

Women in leadership need to be heard, not just seen. Companies must intentionally include women in decision-making processes, ensuring their perspectives are treated as indispensable, not optional. This goes beyond inviting women to meetings—it means actively seeking their input, implementing their ideas, and crediting their contributions. Organizations should also work to elevate women’s visibility by offering platforms to lead critical projects, speak at major events, and mentor others. Creating forums for open dialogue, addressing interruptions or dismissals in meetings, and empowering women to take on high-impact roles are all essential steps. Amplifying women’s voices strengthens leadership teams and sets a powerful example for future generations.

I’ve conducted orchestras in high-pressure environments, leading musicians who usually meet for the first time just days before the concert. It’s a matter of authority, collaboration, and trust—a skillset I’ve brought into my work with corporate leaders. What I’ve learned is this: leadership thrives on diversity. It’s not just about including more voices; it’s about recognizing that those voices change the game.?

When female leaders leave, companies miss out on innovation, team cohesion, and progress. But if we’re serious about change—if we’re willing to confront the structural barriers and invest in real solutions—we can build workplaces where women not only stay but thrive, a true win for all of us.